Bottom-up rather than top-down: evidence from Middle Eastern and North African educational institutions

Mah'd, Osama

doi:10.1108/jpbafm-02-2020-0008

Cited by 6 publications

(2 citation statements)

References 48 publications

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“…More recently, this trend has also expanded into the East, the Middle East and Africa (e.g. Harun et al , 2020; Komutputipong and Keerasuntonpong, 2019; Upping and Oliver, 2012; Mah'd, 2020; Mkasiwa, 2020).…”

Section: Introductionmentioning

confidence: 99%

Balancing between accountability and autonomy: the impact and relevance of public steering mechanisms within higher education

Kallio

Huusko³

et al. 2021

JPBAFM

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PurposeThis article studies the tensions between universities' accountability and autonomy in response to the demands of public steering mechanisms coordinating higher education institutions.Design/methodology/approachDemonstrating the tension between accountability and autonomy, the impact and relevance of public steering mechanisms coordinating higher education are studied via a survey with selected representative Finnish universities. The response rate was an exceptionally high 94%. In addition to the statistical analysis of the survey, open-ended questions were also analyzed to give a more in-depth understanding of the findings. The study uses paradox theory and institutional complexity as its theoretical lenses.FindingsThe empirical analysis of this study shows a considerable gap between the experienced impact and the experienced relevance of the steering mechanisms in higher education. The authors’ further analysis of the open-ended data shows that indicator-based funding allocation has undermined the perceived university autonomy. The authors highlight the paradoxical tensions of university autonomy and higher education institutions' steering mechanisms' requirement for accountability. Finding an acceptable balance between accountability and institutional autonomy plays an important role in designing higher education policies.Originality/valueThe authors found that even if a steering mechanism is experienced as impactful, it is not necessarily considered relevant. One of the key aspects in understanding the reasons behind this mismatch is related to university autonomy. Most impactful steering mechanisms become considered less relevant because they also endanger institutional autonomy. In this sense, it could be expected that steering mechanisms should better balance accountability and autonomy.

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Section: Introductionmentioning

confidence: 99%

Balancing between accountability and autonomy: the impact and relevance of public steering mechanisms within higher education

Kallio

Huusko³

et al. 2021

JPBAFM

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“…Several previous studies including Myint, et al, (2019); Sugioko, (2010); Leach-López, et al, (2009); Adler & Reid (2008); Yuen (2007); found positive correlation between budgetary participation and job performance. Previous studies reveal that this method of budget participation improves budget adequacy, satisfaction, trust, and performance in workplace environment (Mah'd, 2020;Sugioko, 2010;. According to recent studies like Mah'd's (2020), there is a significant performance difference between a top-down and bottom-up approach.…”

Section: Role Of Budget Participation On Job Performancementioning

confidence: 98%

Improving Job Performance through Budget Participation: Case of Higher Education Institutions

Abdirahman Abdulle,

Abdi Kulmie,

Sheikh Hussein

2023

jebi

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This study examined the role of budget participation on job performance of higher educational institutions, in Somalia. The research design used for this study was correlational, with data were collected through a questionnaire from 80 respondents from five universities, located in Mogadishu, Somalia. Data analysis was conducted using SPSS software, revealing that budget participation play a significant role in improving job performance. In conclusion, it is evident that employee budget participation can serve as a crucial catalyst for promoting employee and institutional performances within educational institutions. Moreover, the article proposes that institutions may be able to avoid employee dissatisfaction, low performance and poor management performance by putting in place an effective budget setting procedure. In addition, the article makes the case that senior management should employ participatory budgeting to foster a sound environment that promotes shared accountability, openness, and responsibility, which eventually strengthening the institutionalization and sustainability of these organizations.

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Enhancing managerial performance through budget participation: Insights from a two-stage A PLS-SEM and artificial neural network approach (ANN)

Alhasnawi,

Mohd Said,

Mat Daud

et al. 2023

Journal of Open Innovation: Technology, Market, and Complexity

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Bottom-up rather than top-down: evidence from Middle Eastern and North African educational institutions

Cited by 6 publications

References 48 publications

Balancing between accountability and autonomy: the impact and relevance of public steering mechanisms within higher education

Balancing between accountability and autonomy: the impact and relevance of public steering mechanisms within higher education

Improving Job Performance through Budget Participation: Case of Higher Education Institutions

Enhancing managerial performance through budget participation: Insights from a two-stage A PLS-SEM and artificial neural network approach (ANN)

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